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Journal Article•DOI•

The “real” success factors on projects

Terry Cooke-Davies
01 Apr 2002-International Journal of Project Management (Pergamon)-Vol. 20, Iss: 3, pp 185-190
TL;DR: In this paper, a comprehensive answer to the question of which factors are critical to project success depends on answering three separate questions: “What factors lead to project management success?”, "What factors leads to a successful project?" and "What factor leads to consistently successful projects?"
About: This article is published in International Journal of Project Management.The article was published on 2002-04-01. It has received 1695 citations till now. The article focuses on the topics: Critical success factor & Project management triangle.
Citations
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Journal Article•DOI•
The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review:

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J. Rodney Turner1, Ralf Müller2•
Saint Petersburg State University1, Umeå University2
01 Jun 2005-Project Management Journal
TL;DR: In this article, the authors survey the recent literature on project management to determine whether project management researchers consider leadership style a critical success factor when managing projects and whether they believe leadership style impacts project outcome.
Abstract: The literature on general management research often identifies leadership style as a critical success factor impacting individual and organizational performance. In this paper, commissioned by the Project Management Institute, the authors survey the recent literature on project management to determine whether project management researchers consider leadership style a critical success factor when managing projects and whether they believe leadership style impacts project outcome. This paper opens by outlining the purpose of this study and then describing the general management literature on leadership styles and competence in relation to four elements: 20th century leadership theory; team behavior; managerial behavior; and leadership competence. It then looks at the literature on project management and discusses the research on the relationship between a project manager's leadership style and competence and project outcome and success. It then identifies and explains six points concerning the project manager leadership style and competence that researchers have most frequently explored. The paper concludes by detailing this review's findings and by suggesting ideas on this topic that researchers could further explore. ABSTRACT FROM AUTHOR Copyright of Project Management Journal is the property of John Wiley & Sons, Inc. / Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.

735 citations

Journal Article•DOI•
A Retrospective look at our Evolving Understanding of Project Success

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Kam Jugdev1, Ralf Müller2•
Athabasca University1, Umeå University2
01 Dec 2005-Project Management Journal
TL;DR: Our views on project success have changed over the years from definitions that were limited to the implementation phase of the project life cycle to definitions that reflect an appreciation of succ... as discussed by the authors.
Abstract: Our views on project success have changed over the years from definitions that were limited to the implementation phase of the project life cycle to definitions that reflect an appreciation of succ...

700 citations

Cites background from "The “real” success factors on proje..."

  • ...Therefore, Cooke-Davies (2002) distinguishes between: • Project management success, being measured against the traditional gauges of performance (i.e., time, cost, and quality), and • Project success, being measured against the overall objectives of the project....

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Journal Article•DOI•
Project success as a topic in project management journals

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Lavagnon A. Ika1•
Université du Québec en Outaouais1
01 Dec 2009-Project Management Journal
TL;DR: The authors highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal (PMJ) and the International Journal of Project Management (IJPM) and concludes with a discussion on the traditional state of the research, criticizes its assumptions and offers alternative metaphors and recommendations for future research.
Abstract: This article highlights the characteristics of articles on project success published between 1986 and 2004 in the Project Management Journal (PMJ) and the International Journal of Project Management (IJPM) The analysis covers references, concepts like project management success, project success, success criteria, and success factors; features of the samples, data collection, and analysis techniques used; and professional disciplines The results show that research on project success is characterized by diversity except in epistemological and methodological perspectives The article suggests a shift to project, portfolio, and program success and concludes with a discussion on the traditional state of the research, criticizes its assumptions, and offers alternative metaphors and recommendations for future research

698 citations

Cites background from "The “real” success factors on proje..."

  • ...” But what can be said of project success? Without venturing onto risky terrain, we can say that there is no consensus as to what constitutes “project success” or “project failure.” Pinto and Slevin (1988a) suggested that few concepts in project management have been addressed in the literature on a regular basis without the investigators being able to reach a consensus on definitions....

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  • ...” But what can be said of project success? Without venturing onto risky terrain, we can say that there is no consensus as to what constitutes “project success” or “project failure.” Pinto and Slevin (1988a) suggested that few concepts in project management have been addressed in the literature on a regular basis without the investigators being able to reach a consensus on definitions. Wells (1998) goes so far as to complain about how little attention has been paid to defining success, except what could be said in the most general terms....

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  • ...From a scientific perspective, project success undoubtedly remains a central concern, and much has been written and said about this specific issue (Cooke-Davies, 2002)....

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Journal Article•DOI•
Leadership competency profiles of successful project managers

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Ralf Müller1, Rodney Turner•
Umeå University1
01 Jul 2010-International Journal of Project Management
TL;DR: In this paper, the authors examined the leadership competency profiles of successful project managers in different types of projects and found that high expressions of one IQ sub-dimension (critical thinking) and three EQ sub-dimensions (i.e. influence, motivation and conscientiousness) varied by project type.

611 citations

Journal Article•DOI•
Framing of project critical success factors by a systems model

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Joyce Fortune1, Diana White1•
Open University1
01 Jan 2006-International Journal of Project Management
TL;DR: In this article, a formal system model is used as a framing device to deliver the benefits of taking account of critical success factors while avoiding the problems associated with "critical success factors" that give rise to the criticisms.

605 citations

References
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Book•
The Balanced Scorecard: Translating Strategy into Action

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Robert S. Kaplan, David P. Norton
01 Jan 1996
TL;DR: The Balanced Scorecard approach retains traditional financial measures which reflect past organizational acheivements, but adds three new measures of future performance found necessary in this information age with its focus on customer relationships and long-term capabilities: customer, internal business process and learning and growth.
Abstract: The rapid evolution of the Balanced Scorecard into a strategic managment system is reported on in this book. The Balanced Scorecard approach retains traditional financial measures which reflect past organizational acheivements, but adds three new measures of future performance found necessary in this information age with its focus on customer relationships and long-term capabilities: customer, internal business process, and learning and growth. With these four perspectives providing the framework for the Balanced Scorecard, organizations can now measure how they create value for customers, how they can enhance internal competencies, and how they must invest in people, systems and procedures to improve future performance. According to the authors, the Balanced Scorecard has evolved from an improved measurement system to a core management system. For the first time there is a systematic process to implement and obtain feedback about strategy. This is an excellent introduction to new management styles.

6,935 citations

Journal Article•DOI•
The Balanced Scorecard: Translating Strategy Into Action

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R.C. Dorf, M. Raitanen
01 Sep 1997
TL;DR: The balanced scorecard translating strategy into action 1st edition Books as discussed by the authors is available at the online library and can be used to translate scorecards into action books for reading or reading everyday.
Abstract: THE BALANCED SCORECARD TRANSLATING STRATEGY INTO ACTION 1ST EDITION PDF Are you looking for the balanced scorecard translating strategy into action 1st edition Books? Now, you will be happy that at this time the balanced scorecard translating strategy into action 1st edition PDF is available at our online library. With our complete resources, you could find the balanced scorecard translating strategy into action 1st edition PDF or just found any kind of Books for your readings everyday.

3,212 citations

"The “real” success factors on proje..." refers background in this paper

  • ...Since corporations are increasingly recognizing the need for ‘‘upstream’’ measures of ‘‘downstream’’ financial success through the adoption of reporting against such devices as the ‘‘balanced scorecard’’ [10], it is essential for a similar set of metrics to be developed for project performance in those areas where a proven link exists between project success and corporate success....

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Journal Article•DOI•
Measurement of project success

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Anton de Wit
01 Aug 1988-International Journal of Project Management
TL;DR: In this paper, the authors make a distinction between project success and the success of the project management effort, bearing in mind that good project management can contribute towards project success but is unlikely to be able to prevent failure.

891 citations

"The “real” success factors on proje..." refers background in this paper

  • ...Firstly, De Wit [9] and other writers distinguish between project success (measured against the overall objectives of the project) and project management success (measured against the widespread and traditional measures of performance against cost, time and quality)....

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  • ...With this behind us, we can make the first confident assertion in the paper: the answer to the question differs considerably depending upon which of three questions you are asking....

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Book•
The management of projects

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Peter W. G. Morris
01 Jun 1994
TL;DR: This book discusses the development of systems management in the 1960s and the 1980s, and the expansion of the strategic perspective of managing projects in that period.
Abstract: Introduction Developments prior to the 1940s The Second World War The 1950s: the development of Systems Management The 1960s: Apollo and the decade of management systems The 1970s: the expansion of project management The 1980s: expansion of the strategic perspective of managing projects The Management of Projects: the new model And now? Notes Selected bibliography Index

687 citations

Book Chapter•DOI•
Factors Affecting Project Success

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Bruce N. Baker1, David C. Murphy2, Dalmar Fisher2•
SRI International1, Boston College2
28 Apr 2008

450 citations

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Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria

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01 Dec 1999-International Journal of Project Management
Roger Atkinson
Measurement of project success

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01 Aug 1988-International Journal of Project Management
Anton de Wit
The Logical Framework Method for Defining Project Success

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01 Dec 1999-Project Management Journal
David Baccarini
A new framework for determining critical success/failure factors in projects

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01 Jun 1996-International Journal of Project Management
Walid Belassi, Oya Iemeli Tukel
Project Success: A Multidimensional Strategic Concept

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01 Dec 2001-Long Range Planning
Aaron J. Shenhar, Dov Dvir, Ofer Levy, Alan C. Maltz